By Louis Carter
During this vital booklet, winning organizations-including recognized businesses equivalent to Agilent applied sciences, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair-share their most suitable methods, instruments, and particular tools for management improvement and organizational switch. those exemplary companies function versions for management improvement and organizational swap simply because they * decide to organizational targets and tradition * rework behaviors, cultures, and perceptions * enforce competency or association effectiveness types * show powerful most sensible administration management help and keenness
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Extra info for Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership
To . . com Company Items C1 Since the feedback session, has this person followed-up with you regarding how he/she can improve? 1: No 2: Yes C2 Do you feel this person has become more or less effective as a leader since the feedback session? ) Ϫ3: Less Effective Ϫ2: Ϫ1: 0: No Change 1: 2: 3: More Effective N: No Information Original 360 Survey Items Please rate the extent to which this individual has increased/decreased in effectiveness in the following areas of development during the past several months.
This did not mean that Jamie Houghton would cut the R&D budget as a percentage of sales; he reasserted his personal commitment to maintain research and development (R&D) spending at 4 to 5 percent at that time. Although this was twice the national average and quite competitive for the glass industry, it was hardly in the ballpark for a “high-tech” company, where 6 to 8 percent was closer to the norm. Today, in 2004, R&D spending is at 10 to 11 percent of sales and expected to stay at that level.
Karen teaches a 360 Feedback Certiﬁcation course for Corporate Coach University and a workshop on Best Practices for Implementing 360 Programs through the Cornell University School of Industrial and Labor Relations. Some of Karen’s organizational survey clients include Acushnet, Cox Enterprises, Lend Lease, Marsh, Porsche, Vicinity, and Consumer Credit Counseling Services. Karen coaches executives taking part in leadership assessment programs for organizations including the American Cancer Society, Citigroup, Lockheed Martin, Akzo Nobel, BMW, Kodak, and Sun Microsystems.